"I couldn't tell anyone what to do. I had to make them want to."

Splunk's products were built by separate teams — Security, Observability, Enterprise. Each had their own engineers, roadmaps, and priorities.

Charts looked different across products. Not because anyone was wrong — because no one was aligned.

"I had no authority to mandate change."

Teams had their own priorities. Their own deadlines. I couldn't ask them to stop and rebuild.

If I wanted consistency, I had to earn it — one team at a time.

Customers moving between Security and Observability felt like they were using two different products. Trust eroded. Support tickets piled up. 'Why does this chart look different here?'

Same chart types. Different colors, layouts, and styles. Built separately by each team.

"Share, don't force. Consult, don't control."

Over 1-2 years, I:

• Explored use cases across teams — why does Security need this? Why does Observability need that?

• Shared findings proactively — not waiting to be asked

• Consulted with teams when they were ready to adopt

• Helped products transition to shared standards — on their timeline, not mine

"16+ components. One flexible system."

One visual language. Sixteen chart types. Everything belongs together.

• Consistent sizing (small / medium / large)

• Shared color tokens

• Flexible variants for different use cases

• Documented so anyone could use it

"Adoption happened — because it was worth adopting."

New products defaulted to the system. Fewer debates about colors. Products finally felt like one platform.

"You can't mandate trust. You have to earn it."

Design systems succeed when teams see value — not when they're told to comply.My job wasn't to enforce standards. It was to make standards worth following.

"I built a visualization system across three teams — not by mandate, but by making it worth adopting."